The Morgantown City Manager and his administrative team have helped departments create Goals & Objectives, as well as Performance Measures. This is the presentation he gave during the September 24, 2013 Committee of the Whole meeting. You can watch his presentation on the City's Streaming Video Archive, starting at 1:49:30, at http://morgantown.granicus.com/ViewPublisher.php?view_id=2 (loads and plays best in Internet Explorer.)

1. City of Morgantown
Performance Measures
Implementation will begin
October 1, 2013

2. Mission: To provide outstanding municipal services and support to the
citizens, resident, businesses, and institutions of the City of Morgantown
based upon the priorities of the City Manager and City Council.
Vision: To develop a City Staff capable of continuous improvement
through performance measures (metrics) driven data and visionary
proactive leadership. To provide a well-trained and professional staff
thoroughly capable of meeting the needs of the citizens, businesses, and
higher learning institutions of Morgantown; based upon the priorities
established by the City Manager and City Council.
As a part of the performance measures system, a general vision and mission
statement, to include core values was established to
guide all City Departments and City Employees.

3. Core Values (of the City Administration and Staff)
Public service is our purpose -It is why we are here.
We commit to provide competent, dependable, and efficient service to all by knowing our
job duties, responsibilities, and our city.
Mutual Respect – We will give professional and courteous service to our
citizens, visitors, and customers. We will act professionally toward our co-
workers, subordinates, and superiors and maintain respect and courtesy in all our
operations and dealings.
We will act ethically (we will not lie, cheat, or steal) or tolerate this behavior - We must
deal ethically in all situations and bring inconsistency to the attention of leadership
wherever it exists. We must also demand high quality products and services from our
suppliers and contractors as they represent The City of Morgantown.
We will strive to analyze business practices for accuracy and thoroughness and work to
make them as fair and simple as possible.
We value and expect tactful, useful, informative and honest communication among
ourselves and with our community. Listening to the needs of our citizens is critical to the
communication and problem solving process.

4. •All significant work activity must be measured.
•Desired performance outcomes must be established for all
measured work.
•Outcomes provide the basis for establishing accountability
for results rather than just requiring a level of effort.
•Desired outcomes are necessary for work evaluation and
meaningful performance appraisal.
•Defining performance in terms of desired results is how
managers and supervisors make their work assignments
operational.
•Performance reporting and variance analyses must be
accomplished frequently.
•Frequent attention of directors enables timely corrective
action of their directorate.
•Timely corrective action is needed for effective
management control.
Principals of performance measurement

5. What happens if we don’t measure?
•How do you know where to improve?
•How do you know where to allocate or re-allocate
money and people?
•How do you know how you compare with others?
•How do you know whether you are improving or
declining?
•How do you know whether or which
programs, methods, or employees are producing
results that are cost effective and efficient?

6. Good Performance Measures:
•Provide a way to see if our strategy is working
•Focus employees' attention on what matters most to
success
•Allow measurement of accomplishments, not just of the
work that is performed
•Provide a common language for communication
•Are explicitly defined in terms of owner, unit of
measure, collection frequency, data quality, expected
value(targets), and thresholds
•Are valid, to ensure measurement of the right things
•Are verifiable, to ensure data collection accuracy

7. City Manager Performance Metrics
Average Response Time of Cases Submitted to City of Morgantown
via Request Partner
Cases submitted online or via mobile application, including City Council requests,
will be tracked for response time. Average Response Time is the average number
of business days from submission to response.
City Employee - Days Away Restricted or Transferred to include
absenteeism.
Days Away Restricted or Transferred (DART) is the number of injuries severe enough
to cause Days Away, Restricted, or Transferred from active work per 200,000 hours
worked. Current-year benchmarks are not available as they are published by the
Bureau of Labor Statistics and not usually available until September of the following
year. Absenteeism will be tracked by each Directorate and the Human Resources
Specialist once the employee has more than 5 unscheduled absences in 6 month
period.

8. City of Morgantown Performance Metrics
City Employee Safety - Recordable Accident Frequency (RAF) Rate
Recordable Accident Frequency (RAF) rate is a federal Occupational Safety and
Health Administration (OSHA) metric. It is calculated by the number of recordable
injuries per 200,000 hours worked. Current-year benchmarks are not available
as they are published by the Bureau of Labor Statistics and not usually
available until September of the following year.
City Employee Professionalism
This metric covers the training of city employees vice position requirements on
technical or professional skills to include appropriate safety training. Evaluations
from supervisory chain will be included in the employee professionalism metric
(to be published, will include customer service and core competencies)
as well as annual ethics review. Professional development is journey rather
than destination.

9. The Morgantown Fire Department is dedicated to the preservation of
life and property within the limits of our skill, ability and resources from the
ravages of fire or other unforeseen incidents through the delivery of prompt,
professional services to the citizens, visitors and guests of the
City of Morgantown.
MORGANTOWN FIRE DEPARTMENT
MISSION STATEMENT

10. MORGANTOWN FIRE DEPARTMENT
VISION STATEMENT
It is the vision of the Morgantown Fire Department to provide timely, professional
response with qualified personnel to mitigate a wide range of scenarios that threaten
the lives, property, or environment of the citizens, visitors and guests of the City of
Morgantown. We will work through our authority to help provide safe, code-complaint
structures and through our knowledge and experience to educate the public in the
dangers of fire.

11. METRICS
Compliance with National Fire Protection Association standards/WV State Code:
NFPA is the standards-making authority currently utilized by the State of West Virginia for
creation of the rules, regulations and ordinances included in the West Virginia State Fire
Code. Their documents address all aspects of fire safety and guide the development of
professional fire departments.
Response to Incidents: As a guide to our effectiveness, the time it takes to respond to and
mitigate an incident lessens the financial impact felt to stakeholders. Quick
response, coupled with effective on-scene actions, limits the amount of damage that may
occur and therefore lessens the expense of remediation.
Hours of Training: While the number of hours for each individual firefighter varies, it is
imperative that the firefighters train as a group. Rookie firefighters require many more
hours of study time, testing and confirmation that their skill development is satisfactory.
Senior firefighters and mid-level officers require training in command and
leadership, department administration, and a host of other disciplines to prepare them
for promotion into senior roles. Senior members, specialized teams and divisions require
ongoing training to maintain certifications and learn new methods. They also require
practice sessions to prevent decay of their existing skills.

12. METRICS
Effectiveness of Fire Code Enforcement: As a division, the Fire Marshals are responsible
for all aspects of fire code enforcement and fire investigations. Inspection programs
address issues dealing with fire and life safety. Reductions in the number of violations
result in improved fire safety, which in turn creates a safer environment for the general
public. Investigation into the cause of fires enlightens us as to the specific dangers that
exist and provides data when determining topics presented during fire prevention
demonstrations.
Effectiveness of Fire Prevention Program: From an early age, education concerning fire
safety is important. By measuring the number and type of people we reach with our
educational programs, we can determine which groups are receiving adequate education
and which groups are not. Once these numbers are known, we can adjust our programs
to target groups with less than ideal training.

13. Morgantown Fire Department 2010-11 2011-12 % Change Comment
Compliance with NFPA Standards
Staffing 12/15 / 80% 12/15 / 80% 0 +- 0%
Response to Incidents
Turnout Time 53.5/ 60 54.6/ 60 +.02%
First unit on scene within 5 minutes 51.84% 43.14% - 8.7%
Average Response Time 5:38 6:11 + :33
All First Due units on Scene Within 8 Minutes 84.54% 81.38% -3.16%
Hours of Training
Hours of Training Offered by the Department 200
Hours of Training Taken Through Outside Agencies ---
Average Training for Rank of Firefighter / Firefighter
First Class
105
Average Training for Rank of Officers 85
Effectiveness of Code Enforcement
Total number of Occupancies Inspected 489 / 8.63% 352 / 6.21% -137/ -2.42%
Violations Found 3325 1478 -1,847/ -44.4%
Violations Corrected
2954
88% Correction
Rate
1323
89.5% Correction
Rate
+1.5%
Effectiveness of Fire Prevention
Number of persons attending FP talks 6,782 / 11.3% 4,303 / 7.2% --2479* / -4.1%
*FFC Dotson replaced FFC
Pickenpaugh as FPO
PERFORMANCE MEASURES

14. Morgantown Fire Department
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
Arrival in Under 5
Minutes
48.77%
45.07%
37.00%
2011
2012
2013
0
50
100
150
2011 2012
Hours of Training
Officers
Firefighters
0
500
1000
1500
2000
2500
3000
3500
4000
4500
2010 2011 2012
3571
4357
3383
2274
3325
1478
2466
2954
1323
Occ Inspected
Violations Found
Corrections
Inspections
0
500
1000
1500
2000
2500
3000
3500
4000
2010 2011 2012
736
2889
1421
2330
3643
2728
Adults
Children
Public
Educati
0
500
1000
1500
2000
2500
3000
2010 2011 2012 2013
2743 2815
2711
1574
Call Volume

15. MISSION STATEMENT
Morgantown Police Department
We, the members of the Morgantown Police
Department, working with all people, are
dedicated to providing outstanding services
with integrity, respect and fairness, while
providing a safe environment.

16. Vision:
Increase the training and educational
opportunities for departmental personnel
enhancing technical and administrative
professionalism in order to transition the
Department from a Calls for Service Based
Agency to an Intelligence Lead Policing
Organization.

17. Metrics
Police Department

18. Individual Performance Measurement
Individual Performance Metrics are detailed by the WV Training and Standards Commission which
establishes minimum guidelines for training and certification. The Morgantown Police
Department is in the process of initiating a higher level of performance standards that is within
the standards outlined by the Commission for the Accreditation of Law Enforcement Agencies.
2011 2012 2013
Technical
Proficiency
100 % Certification
Compliance WV
Training Standards
100 % Certification
Compliance WV
Training Standards
Pending -
Certification
Compliance WV
Training Standards
Tactical
Proficiency
100% Day Qual
100% Night Qual
100% Tactical
100% Day Qual
100% Night Qual
100% Tactical
100% Day Qual
100% Tactical
100% Baton
Pending - Night
Qual
Pending - EVOC

19. SPECIALIZED TRAINING*
Team JULY AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUNE Totals
SRT 96 96
96 288
SNIPER 24
24
USRT 64
64
K-9 168
168
FTO 320 320
640
Honor
Guard 0
Total 320 768 96 0 0 0 0 0 0 0 0 0 1184

20. Response to calls for Service
Calls for service are the primary service provided to the citizens of
Morgantown. The response to those calls is tracked by MECCA 911 from
the time the call is received to the actual Enroute/on-scene time of the
officers. The city is divided into a variety of patrol zones and officers are
assigned calls within those zones. Effectiveness of zone allocation and call
response is monitored by the time it takes to respond to those calls within
the patrol zone.
2010 2011 2012 2013
Average 1
Min 11 Sec
Average 1
Min 35 Sec
Average 1
Min 38 Sec
TBD
41,907 Calls 40,779 Call 39,818 34,073
(9/5/13)

21. Victimization
Victimization is an indicator of how crime affects the public. There are a variety of ways to
measure victimization, but as a means of simplicity the comparison of the arrests resulting from
all cases and the victims from all cases gives a fairly accurate snapshot of total victimization.
Specific crimes are analyzed separately
2010 2011 2012 2013
955 Arrests 950 Arrests 1389 Arrests 737 Arrests
(7/22/13)
2762
Victims
2542 Victims 2602 Victims 1336 Victims
(7/22/13)
2.89 Rate 2.68 Rate 1.87 Rate 1.81 Rate
(7/22/13)

22. Month to Month Call Comparison by
Year
0
1000
2000
3000
4000
5000
6000
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
2009
2010
2011
2012
2013

23. Cases and Results Aug 1-26
0
50
100
150
200
250
2009 2010 2011 2012 2013
Cases (Criminal Investigation)
Arrests
Suspects
Victims

24. Part A Crimes YTD
0
100
200
300
400
500
600
2009 2010 2011 2012 2013
Assault
Burglary
Larceny
Vandalism

25. Cases and Results YTD
0
500
1000
1500
2000
2500
2009 2010 2011 2012 2013
Cases (Criminal Investigation)
Arrests
Suspects
Victims

26. Arrest/Victim Comparison YTD
0
500
1000
1500
2000
2500
2009 2010 2011 2012 2013
Arrests
Victims

27. DUI Month to Month YTD
0
5
10
15
20
25
30
35
40
45
Jan Feb Mar Apr May Jun Jul Aug
CY2009
CY 2010
CY2011
CY 2012
CY 2013

28. CITY OF MORGANTOWN
Public Works and Engineering

29. PUBLIC WORKS AND ENGINEERING
MISSION
To enhance the quality of life, ensure public
safety, and ensure mobility for all peoples by
designing, advancing, and managing the City’s
public works infrastructure, resources, and
related support services for today’s needs.

30. PUBLIC WORKS AND ENGINEERING
VISION
To promote a positive image of our community
and a pleasant experience for visitors by
ensuring safe and effective transportation
system, effective first response operations, a
reliable fleet, proficient plans review,
economical public works project delivery, and a
healthy and professional work environment for
employees.

31. PUBLIC WORKS AND ENGINEERING
METRICS
1. Safe and Effective Transportation System
2. Effective First Response Operations
3. Reliable City Fleet
4. Proficient Plans Review
5. Economical Public Works Project Delivery
6. Healthy and Professional Work Environment for
City Employees

32. PUBLIC WORKS AND ENGINEERING
METRICS TO MISSION
1. Safe and Effective Transportation System.
To serve the traveling public of Morgantown by safely
maintaining and effectively developing various modes
of the City’s transportation infrastructure by insuring
the existing infrastructure meets current safety and
engineering standards and by building partnerships
with stakeholders to insure the inclusion of all methods
of travel.

33. PUBLIC WORKS AND ENGINEERING
METRICS TO MISSION
2. Effective First Response Operations.
To serve the public with effective first response
operations by continuing training of employees on First
Responder responsibilities and duties and by insuring
quick response time along with adequate personnel and
equipment availability.

34. PUBLIC WORKS AND ENGINEERING
METRICS TO MISSION
3. Reliable City Fleet.
To serve the public with a reliable fleet for response to
public requests for services along with regular core
services by maintaining the existing fleet in a prompt,
efficient and professional manner and by anticipating
future fleet needs by analyzing fleet condition and
usage.

35. PUBLIC WORKS AND ENGINEERING
METRICS TO MISSION
4. Proficient Plans Review.
To serve the citizens of Morgantown by performing
plans review and issuing permits in a professional,
prompt, equitable manner that reflects the appropriate
engineering standards and other Federal, State, and
local requirements.

36. PUBLIC WORKS AND ENGINEERING
METRICS TO MISSION
5. Economical Public Works Project Delivery.
To serve the citizens of Morgantown by effectively
managing City of Morgantown Capital Improvement
Project contracts such that they are delivered on time
and at or below budget.

37. PUBLIC WORKS AND ENGINEERING
METRICS TO MISSION
6. Healthy and Professional Work Environment for
City Employees
To serve the employees and citizens of Morgantown by
ensuring that City of Morgantown’s facilities are safe
and provide a healthy work environment in a
professional and prompt manner so that the
appropriate governing codes and requirements are met
and maintained.

38. PUBLIC WORKS AND ENGINEERING
METRICS TO PERFORMANCE MEASURES
1. Safe and Efficient Transportation System.
(Construction Season)
a. Tons of asphalt used to patch potholes
b. Miles of asphalt streets paved
c. Sq. yds. of concrete streets repaired
d. Sq. yds. of sidewalk repaired/installed
e. Signs installed/repaired
f. Linear feet of curb painted

39. PUBLIC WORKS AND ENGINEERING
METRICS TO PERFORMANCE MEASURES
1. Safe and Efficient Transportation System.
(Winter Season)
a. Tons of salt applied
b. Gallons of brine applied
c. Miles of road plowed and treated
d. Hours provided for SRIC
e. Tons of temporary cold patch applied

40. PUBLIC WORKS AND ENGINEERING
METRICS TO PERFORMANCE MEASURES
2. Effective First Response Operations
a. Number of classes attended for training
b. Response time for emergency services requests
c. Manhours spent on emergency services requests
d. Equipment and vehicles hours used for emergency
services requests

41. PUBLIC WORKS AND ENGINEERING
METRICS TO PERFORMANCE MEASURES
3. Reliable City Fleet
a. Fleet availability rate
b. Turnaround time for work orders
4. Proficient Plans Review
a. Number and type of permits issued
b. Turnaround time for permits issued
c. Number of resubmittals and requests for additional
information from applicant
d. Number of Certificates of Occupancy approved
e. Turnaround time for Certificates of Occupancy

42. PUBLIC WORKS AND ENGINEERING
METRICS TO PERFORMANCE MEASURES
5. Economical Public Works Project Delivery
a. Number of contracts managed for City
infrastructure
b. Dollar value of contracts managed for construction,
maintenance and repair of City infrastructure
c. Contracts on schedule
d. Contracts at, over or under budget

43. PUBLIC WORKS AND ENGINEERING
METRICS TO PERFORMANCE MEASURES
6. Healthy and Professional Work Environment for
City Employees
a. Number of routine work orders completed
b. Number of emergency work orders completed
c. Turnaround time for completion of work orders

44. PUBLIC WORKS AND ENGINEERING
PERFORMANCE MEASURES
September 2013 October 2013 November 2013 Comments
Safe and Effective Transportation System (Construction
Season)
Tons of asphalt used to patch potholes
Miles of asphalt streets paved
Square yards of concrete streets repaired
Square yards of sidewalk repaired/installed
Signs installed/repaired
Linear curb painted
Safe and Effective Transportation System
(Winter Season)
Tons of salt applied
Gallons of brine applied
Miles of road plowed and treated
Hours provided for SRIC
Tons of temporary cold patch applied
Effective First Response Operations
Number of classes attended for training
Response time for emergency
Manhours spent on emergency services requests
Equipment and vehicle hours used for emergency service requests

45. PUBLIC WORKS AND ENGINEERING
PERFORMANCE MEASURES (cont’d)
September 2013 October 2013 November 2013 Comments
Reliable Fleet
Fleet availability rate
Turnaround time for work orders
Proficient Plans Review
Grading permits issued
Floodplain permits issued
Right-of-way permits issued
Turnaround time for grading permits
Turnaround time for floodplain permits
Turnaround time for right-of-way permits
Number of Certificates of Occupancy approved
Turnaround time for Certificates of Occupancy
Economical Public Works Project Delivery
Number of contracts managed for City infrastructure
Dollar value of contracts managed for construction
Contracts on schedule
Contracts at, over or under budget
Healthy and Professional Work Environment
Number of routine work orders completed
Number of emergency work orders completed
Turnaround time for completion of work orders

46. CITY OF
MORGANTOWN
Finance Department

47. Mission
Finance Department and Municipal Court
To provide the citizens, employees, and vendors
of the City of Morgantown with quality and
professional customer service through the
receipt and disbursement of funds, financial
reporting, effective budgeting practices, and
management of assets.

48. Vision:
Finance Department and Municipal Court
The Finance Department will strive to provide
quality financial accounting, budgeting and
reporting information and recommendations to City
Council, the City Manager, and all departments and
agencies of the City of Morgantown. We will strive
to analyze and promote accuracy, efficiency and
professionalism within the department to make
business practices as fair and simple as possible to
support economic growth of and for the citizens
and businesses of the City.

49. Finance Performance Measures
Measures:
FY 09
Actual
FY 10
Actual
FY 11
Estimate
FY 12
Proposed
Yes Yes Yes Yes
0 0 0 0
2 0 0 0
1 0 1 0
0.00% 0.00% 0.00% 1.03%
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
TBD TBD TBD TBD
B&O Assessments Prepared
B&O Liens Filed
% of General Fund Departments at/below budget at year end
Accounts Payable Checks Processed
Voided Vendor Checks due to A/Perror
Payroll Checks/Direct Deposits Processed
Voided Payroll Checks due to P/R error
Pension Checks/Direct Deposits Processed
B&O Late Letters Prepared
B&O Proposed Assessments Prepared
Fire Fee Collection Rate
Fire Fees Invoices Processed
Fire Fee adjustments due to input error
B&O Tax Returns Processed
Voided B&O bills due to input error
Receive an unqualified audit opinion
Auditor Management Letter Comments
Auditor Internal Control Findings
Auditor Compliance Findings
Percentage of Rainy Day Funds to General Fund Budgeted Revenue

50. Finance Performance Measures
Risk Management Measures
• Automobile liability claims
• Automobile liability claims – No fault of the City
• Automobile physical damage claims – includes collision and comprehensive
• Non-Automobile claims
• General liability claims – No fault of City
• Local government general liability claims
• Law enforcement liability claims
• Property claims
• Public official liability claims
• Workers Comp injury claims
• Workers Comp injury – work days missed

51. Metrics Brief
September 9, 2013

52. Morgantown Municipal Airport
Vision:
To be the Airport of Choice for Commercial Airline Passengers,
Business Aviation, Personal Aviation, and Military Aviation in the
Greater Morgantown Area.
Mission:
To provide the necessary facilities to support the aviation needs
of the Greater Morgantown area; to safely and effectively
maintain and develop those facilities; and to provide services
and staff to support the needs of the customers using those
facilities.

53. Metrics
• Federal Aviation Administration Part 139 Compliance: Part 139 compliance is the
FAA’s regulatory requirement that provides for the continued use of an airport by commercial airline
and also meets the lesser requirements for military, charter and general aviation operations.
• Transportation Security Administration Compliance: TSA Compliance is required for
Commercial Service Operations.
• Passenger Boardings: Number of passengers outgoing on commercial airline and charter
flights, also known as enplanements.
– 10,000 Boardings = $1,000,000 in FAA Grant funds for Capital Development.
• Flight Operations: Landing, takeoff, hover taxi and airship taxi that are weighted by type such
as military, commercial and general aviation. It justifies the continuation of an FAA sponsored
control tower which is a requirement for a Part 139 airport. The cost to the city to maintain a tower
should operations fall below appropriate level is $60,000 per year.
• Airport Revenues: Airport revenues provide most funding for Part 139 Compliance and
Sustainment for all Services. Revenues include:
– Fuel Sales
– Rentals
– Services

54. MGW Performance MeasuresAirport Performance to Metrics
2012 2013 % Change
Airport
FAA Part 139 Compliance / Maintenance
Inspection Discrepancies 5 4 - 25%
Training Complete (staff) 10/11 10/10 +9%
Airfield Maintenance Expenditure $59,257 $14,687 -75%
Equipment Maintenance Expenditure $12,914 $11,543 -11%
Building Maintenance Expenditure $15,759 $15,336 -1%
TSA Security Plan Compliance / Maintenance
Inspection Discrepancies 0 0 0%
Enplanements
Commercial Airline 9,187 9,800 (est) +6.7%%
Charter Air 882 500 (est)
Flight Operations 42,114 32,150 (est) -23%
Incidents / Accidents
Aviation
Incidents 3 5 +67%
Accidents 0 1 +100%
Work Place
Lost Work Time Accidents 1 0 -100%
Airport Revenues $416,087 $422,764 +2%
Airport Fixed Base Operator
Equipment Maintenance Expenditure $4,799 $6,272 +31%
Fuel Sales Revenue $2,158,131 $1,823,698 -15.5%
Gallons 419,884 353,898 -15.7%
Line Services Revenue $88,807 $91,852 +3.4%
Total Revenues $2,246,938 $1,915,550 -14.7%

55. The
Office
of the
City Clerk

56. MORGANTOWN CITY CLERK
MISSION STATEMENT
The Mission of the City Clerk’s Office is to manage and preserve the
official records of the City; to assist the public in accessing public documents and
information; to support the needs and requirement of City Council; to administer all
Elections held in the City; and to provide these services in a manner that is high
quality, efficient, fair and courteous.
.

57. MORGANTOWN CITY CLERK
VISION STATEMENT
The vision of the City Clerk’s Department is to develop cutting edge systems
for exceptional value to better support citizens, City Council, colleagues and our
profession; to maintain excellence in the area of records management and grow
into current technology that will give access to the public, showing our government
is being transparent.

58. METRICS
SUPPORT COUNCIL:
1. All required legal postings, including agendas, minutes are posted in
compliance with state law
1. Accurate accumulation, preservation, and accessibility of official City
documents
2. Accurate and timely preparation of Council Meeting packet materials
3. Advance document accessibility through technology

59. CURRENT PROGRAMS AND SERVICES
• CODIFICATION
• ARCHIVES
• CITY COUNCIL & MEETINGS
• CIVIL SERVICE
• ELECTION
• OTHER CORE FUNCTIONS

60. PERFORMANCE MEASURES

61. Communications
• Metrics:
– Web Page additions
– Web Page visits
– Press Releases
– Newsletters sent to residents
– Number of clicks on newsletters
– Channel 15 updates
– City Facebook statistics

62. Information Technology
• Metrics:
– Number of computer trouble work orders
– Number of up-to-date computers
– Number of third party software troubleshooting
work orders
– Number of Technology Plan goal milestones
achieved

63. Urban Landscapes
• Metrics:
– Number of baskets planted / season
– Footage of landscaped area maintained
– Number of trees trimmed
– Number of community relationships maintained
for